Innovation is Not Free
by Paul Sloane
One of the most common barriers to innovation is lack of time. People are just too busy doing their day job to spend time trying new things. The common assumption is that working hard and working long hours are good things and sufficient for success. The mantra is "focus on delivering this quarter's results." But doing more of the same is not enough - we have to try the new.
It is as though we are so busy building rafts to cross the river that we never look up to consider building a bridge, or a tunnel or a dam or fording the river or building boats or planes or all the other things we could do. We just focus on producing those rafts.
If you want people to be creative, then set the goal (e.g. crossing the river) and then challenge them to come up with ideas. Give them time and some resources to test their ideas - to build prototypes, or to investigate what people elsewhere are doing.
Google allows its people to spend one day a week on innovative ideas. Is this a wasteful luxury? No. It has led to remarkable innovations such as Google Earth, Froogle and Gmail. Genentech has a similar provision for its people. Most organizations could not afford to give up as much time as Google or Genentech but the same principle still applies - you have to create some slack time in which people can experiment. You do not get innovation for free - you have to allocate time, money and people.
For many years 3M has allowed its scientists and engineers to spend up to 15% of their time on any project that interests them. They do not have to ask their manager's permission but they do have to keep them informed of what it is they are doing. This permission to be free has resulted in countless ideas and innovations for 3M which is regularly rated as one of the most innovative companies.
The message is clear. The leader has to free time for innovation in order to empower people to come with great ideas and to explore them. Whether it is one day a week or one day a quarter, time for innovation is critical.
Paul Sloane writes, speaks and leads workshops on creativity, innovation and leadership. He is the author of The Innovative Leader published by Kogan-Page.
One of the most common barriers to innovation is lack of time. People are just too busy doing their day job to spend time trying new things. The common assumption is that working hard and working long hours are good things and sufficient for success. The mantra is "focus on delivering this quarter's results." But doing more of the same is not enough - we have to try the new.It is as though we are so busy building rafts to cross the river that we never look up to consider building a bridge, or a tunnel or a dam or fording the river or building boats or planes or all the other things we could do. We just focus on producing those rafts.
If you want people to be creative, then set the goal (e.g. crossing the river) and then challenge them to come up with ideas. Give them time and some resources to test their ideas - to build prototypes, or to investigate what people elsewhere are doing.
Google allows its people to spend one day a week on innovative ideas. Is this a wasteful luxury? No. It has led to remarkable innovations such as Google Earth, Froogle and Gmail. Genentech has a similar provision for its people. Most organizations could not afford to give up as much time as Google or Genentech but the same principle still applies - you have to create some slack time in which people can experiment. You do not get innovation for free - you have to allocate time, money and people.
For many years 3M has allowed its scientists and engineers to spend up to 15% of their time on any project that interests them. They do not have to ask their manager's permission but they do have to keep them informed of what it is they are doing. This permission to be free has resulted in countless ideas and innovations for 3M which is regularly rated as one of the most innovative companies.
The message is clear. The leader has to free time for innovation in order to empower people to come with great ideas and to explore them. Whether it is one day a week or one day a quarter, time for innovation is critical.
Paul Sloane writes, speaks and leads workshops on creativity, innovation and leadership. He is the author of The Innovative Leader published by Kogan-Page.Labels: Innovation, Paul Sloane
posted by Blogging Innovation at 1:00 AM
5 Comments:
I agree with you. Innovation isn't just going to happen. Organisations have to put a lot of effort in order to be innovative.
But I don't think it's all about the time for innovation. Although it's necessary!
One of the greatest motivation for me would be a participation of the reward of my ideas. It doesn't mean necessarily money. It would be great if I would get a little attention of the CEO or of the Press, too. Personally I would give a lot of my effort for doing good things in the world. If a company could give me that impression being innovative would make me very happy.
(Couldn't imagine that "only to free time" for innovation would solve a lack of my ability to innovate. Although it's an attribute of an innovative company that doesn't mean it's the answer of all "innovation" problems. I think setting incetives and clear goals are absolutely indispensable.)
btw: I like your Blog. Keep it up. :)
It is true, innovation is not free. But we must see the time spended in ideation as an investment. Innovation brings business when we have a good direction. People who works in organizations have needs: responsability for results, respect for ideas and recognition. I think rewards are necessary but they are not so important as time to liberate ideas and to think how much of me is part of the final outcome.
Normaly an organizations say :"We have no time to think about time" what means "we have no time to think about people", therefore they don't think about themselfs, they don't think!
Completely agree on premise, although I am fundamentally challenged by the idea that things such as Google Earth, gmail, blah, blah are direct results from this type of 'set aside hours' endeavor. I believe it, just find it hard when the justification process rolls around - in addition to the time, the creative people, you strategically and passionately need strong implementers to cultivate it.
My experience is innovation is not done, it happens. I think innovation has two sides. People of organization should have already existing innovative mind or innovative attitude. And company should have culture to cultivate that, which includes dedicating time for innovation provided a person who is demanding has past record of innovative suggestion if not great discoveries. If a certain innovative activity takes 6 extra hours, then the innovative person should be willing to work at least couple of hours extra, show some result (presentation, document or prototype) and buy another 4 hours. This way the time burden is divided between innovative person and innovation cultivating employer.
It is very simillar to selling idea to venture capitalist. These days I heard venture capitalist ask the candidate to get at least 5 customers first and then I would fund your project. Which I think is fair enough.
I agree having time is one component in order to innovate, but also agree with others its just one factor leading to innovation. Recognition and rewards are also strong motivators, but I personally think it’s the culture or environment around the individual that is the key. The environment around the individual must be nurturing and open to new ideas. If it’s either competitive or deadline focused there will be strong opposition to new ideas or ways of thinking. Another aspect of the environment is its acceptance of failure. Innovation takes a lot of failing to find out what works. The ability to innovate would be severely hindered if the environment is not supportive. Time alone will not necessarily result in great innovation.
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